Latinos have arrived as a political force in California. But it is imperative we translate growing power at the ballot box towards strengthening the Latino “agenda.”

Improving educational outcomes for students

Addressing critical health issues

Jobs and local economic development

Vision

We are school board members, city council members, elected city clerks and attorneys, community college trustees and other local Latino elected officials.

We represent a new effort by local policymakers towards greater accountability and a commitment to a higher standard of ethics and transparency.

California’s economic future is relying in large measure on the economic stability and success of our state’s 14 million Latinos. The development of a strong Latino middle-class is vital to California’s economic stability. This provides an excellent opportunity for us to collaborate in the development of more effective regional solutions.

Mission

The Southern California Latino Policy Center is a non-partisan, policy education and research organization created to provide local Latino elected officials from LA County, Orange County and the Inland Empire with resources, research and professional development opportunities designed to help those officials create the most effective and impactful policies for Latino families and all communities.

Voting Rights Strategy Makes a Comeback

By Victor Abalos

When MALDEF started suing or threatening to sue cities, school districts and other public entities over possible voting rights act violations back in the 90’s, Latino and other civil rights activists cheered. While redistricting had started to address the severe lack of representation Latinos and other “minorities” were dealing with in Congress, local governments had initially escaped their attention.

And while many cities and school districts fought back, the courts gradually vindicated MALDEF and the other plaintiffs in these kinds of lawsuits. These entities were forced to create districts that slowly created opportunities for Latinos to actually win elections in cities and districts where they had significant populations. There are now hundreds of Latinos representing California cities; school, community college and water districts; and even some (although not nearly enough) counties.

We are still far from adequate representation but we’ve made significant progress.

But a curious thing happened.

When MALDEF recently decided to resurrect that strategy and send out a round of “demand letters” to local cities and school districts, several of them jumped immediately to change their voting systems from at-large to districts. Some jurisdictions didn’t even wait to get letters and started working on setting up districts. I spoke with a few lawyers who represent public entities who didn’t get letters who told me it was a simple calculation: Why resist when you’re going to lose and end up spending lots of money on legal fees?

But some cities are resisting and interestingly, those cities are currently lead by Latino policymakers. Adriana Maestas’ article in this month’s issue includes interviews with some of those officials.

Their resistance highlights the fundamental changes to our political environment that our region’s ever-changing demographics are creating – changes that are catching too many local policymakers unprepared. This situation also reveals the still unresolved tensions between ethnic and racial communities in this region that have been ignored for too long.

Victorville is one of those cities being challenged – not by MALDEF but by an attorney claiming to represent the African-American community there. Victorville is mostly Latino and white with a sizable African-American community. And while there are two Latinos on the council, there are no African-Americans.

How Victorville resolves this challenge – whether through negotiation or in the courts – provides a window into future voting rights challenges in California, and more importantly, whether Latinos policymakers now in power learn from history and provide ways for under-represented communities to have a voice. Or whether they’ll just wait to get a letter from MALDEF.

Victor Abalos is Executive Director of the Southern California Latino Policy Center and Editor of the Latino Policy Connection.

MALDEF, the national Latino civil rights organization, has once again begun targeting California cities and school districts threatening legal action unless they change the way they conduct their elections. This strategy has been used effectively in the past by MALDEF and other civil rights organizations, to challenge mostly white policy bodies in ethnically diverse cities and districts.

This new challenge was revealed through demand letters delivered to the cities of Placentia, Eastvale, Rialto, Redlands, La Mirada, Chino Hills and Monrovia, in addition to a handful of school districts including Lawndale Elementary and Victor Valley Unified High School Districts.

Fullerton is undergoing voting procedure changes because of a similar legal challenge

Anaheim was sued by the ACLU and settled that suit by creating districts – one of which is sure to produce a Latino council member.

The MALDEF letters demand changes by these entities from at-large voting to district voting or face a legal challenge. The letters have already spurred some cities into action to change their voting procedures while some have indicated they will put the decision before their voters.

Although the numbers of Latino elected officials in this state has grown considerably since the passage of the CRVA, Latinos are still woefully under-represented in several parts of California. Last June, citing a survey by the California Latino Legislative Caucus and the Leadership California Institute, The Latino Policy Connectionpublished a report that revealed the lack of political representation as the biggest threat to California Latino prosperity.

TheLatino Policy Connection reached out to MALDEF as well as several local Latino policymakers to discuss the revival of this strategy and ask policymakers if they believed the strategy is effective. Although once praised by Latino civil rights activists, this threat of legal action to enforce voting rights apparently no longer enjoys widespread support.

In 2014 in Whittier voters approved a measure changing the way council members were elected moving from at-large to district elections. Although Latinos make up nearly two-thirds of Whittier’s population, a Latino hadn’t been elected to the council since 1989.

“Up until April 2016, our council was all Anglo. In this last election, I was able to run a campaign that focused on my side of town,” said Josue Alvarado, who was elected to represent District One in Whittier last April.

“Normally, it was the more affluent and conservative part of the city that would dominate the elections. For me, I’m a strong supporter of the district system, and I think that the City of Whittier is a good model for rolling it out. In the next election, we could even elect a Latina.”

It was a lawsuit by the Whittier Latino Coalition that lead to the change.

But not all Latino elected officials support district elections. Gloria Garcia, who is the first Latina mayor of Victorville, provided us with her perspective.

“Our city is very intermingled so I’m not sure that voting districts will make sense for Victorville. Right now we don’t have districts; we elect people to the city council at-large. I’m not sure that I’m going to be happy with a district system in my city because I don’t think that you can say that one particular area is strictly this ethnic group or that.”

Currently, there are two Latinos on the city council in Victorville. Earlier this year an attorney in Victorville sent a letter to the city saying that the at-large system dilutes the influence of African-American voters. As of the 2010 census, Victorville’s population is 48.5% white, 48.7% Latino, 16.8% African-American, 4% Asian, and 1.4% Native American.

Victorville Council Member Eric Negrete agrees with Mayor Garcia their city doesn’t need to change their voting process but he says if a study underway reveals the current voting system leaves some communities out – he’d support the change.

“Things have changed, and we are in the process of adjusting to those changes. Our community is mixed very well, and I have reached out to the African-American community. I am concerned about having our communities of color being represented. So if the study recommends at-large districts, and we have to create those, I would get behind it.”

Even in cities where Latinos dominate the city council such as El Monte, Mayor Pro Tem Victoria Martinezoffered her thoughts on at-large versus district elections.

“It’s critical that those who have fought to be represented have an opportunity to collaborate with like-minded leaders to have their voices heard, and if they need to change the system to have that representation on boards, then yes, voting districts should be considered,” Martinez said.

In El Monte, Latinos constitute 69% of the population, and the next largest ethnic group is Asian at 25.1% as of the 2010 census.

Compton Community College District Trustee Sonia Lopez believes this issue is more than just about voting rights.

“I think the larger issue here is how we are engaging and motivating our communities to be involved in the electoral process. We have some of the lowest voter turnouts in history. We have elected officials in communities of color being elected by a couple hundred votes. We must do more. Our strategies must change. We need to think of the future and how we can utilize technologies that will interest our young voters, or millennials that are our future. ”

Since 2004 attorneys from MALDEF as well as from several private firms, have filed about 30 lawsuits and have sent dozens of demand letters to attempt to set in motion the creation of voting districts. Approximately 210 jurisdictions that include community college boards, city councils and other local boards, have voluntarily changed voting systems, lost or settled in court, or put the issue before voters in a referendum.

“The best thing for any city to do is not to litigate these issues or if they are faced with litigation, to resolve it quickly,” Thomas Saenz, MALDEF President and General Counsel told the Latino Policy Connection.

“MALDEF was one of the original sponsors of the CVRA (California Voting Rights Act), which applies where there is racially-polarized voting, meaning that after election after election, generally the Latino community has different views than the non-Latino community. This means that the Latino community is usually supporting different candidates and has their own preference for initiatives. In the context of racially polarized voting, an at-large system puts the Latino community or another minority group at a disadvantage because they cannot advance their preferred candidates,”

Maribel Medina, an attorney who works on issues related to voting rights, said, “I think it is vital that we ensure Latinos are properly represented at all levels of government, particularly at the local level where policy has such an impact on the day-to-day lives of Latino families.”

Medina added, “but it’s just as important – and often overlooked – to make sure there are Latinos in positions of authority as administrators, managers, and lawyers. These people actually create and enforce the policies that our elected officials will vote on.”

Once voting districts are created in places where racially polarized voting was identified, Latinos need to continue to fight for representation beyond councils and on appointed boards and at the staff level to make sure that policies are enforced. The success that cities and other jurisdictions in California have in creating more opportunities will be a model in places like Texas and Arizona where there have been efforts to limit Latino civic participation.

Karina Macias was elected to the Huntington Park City Council in March 2013. Two years after her election, she was elected to serve as the Mayor of Huntington Park for the 2015-2016 term, making her the youngest Mayor in the history of the City.

Council Member Karina Macias grew up in Huntington Park as the only child of immigrant parents. She earned her Bachelor’s Degree in Political Science and Psychology, with a minor in International Studies from Mount St. Mary’s University in Los Angeles. Passionate about global issues, she then went on to earn her Master’s Degree in International Studies from Chapman University.

The Details Matter: Recusing Yourself Due to Conflict of Interest

By Ruben Duran

Once, when I had put a lot of time and attention into arranging the particulars of social engagement, an old acquaintance called me a “detallista.” At the time, I think she may have meant it more as a slight than a compliment, but today – as a lawyer – I understand the value and importance of being meticulous with details, especially for clients in the area of ethics.

A common situation that can sometimes trip up elected officials is the correct way to declare a conflict and recuse one’s self from any consideration of the matter.

As a refresher, you may remember from prior Ethics Advisor columns that it is not necessarily always illegal or unethical for a public official to have a financial conflict of interest in some item that is making its way through the channels of approval at a local agency. The ethical and legal problems arise when you try to influence – in any way – the outcome of the decision on the matter.

For example, suppose you learn that a future agenda item concerns your compadres’ property down the street. The house is within 500 feet of yours, and you and they have jointly invested in a small business venture (your investment is more than $2,000). You have correctly determined that you have a disqualifying conflict of interest and you fully intend to recuse yourself from voting on the matter when it comes to a vote at the meeting.

Prior to the public meeting, is it enough that you are aware of the conflict and intend to refrain from voting? No. You must also be sure that you say and do nothing prior to the meeting that could be seen as an attempt to influence the decision regarding your compas’ property. Under case law and FPPC decisions, “the decision” or “the action” is given a very broad meaning, and encompasses much more than the actual vote on the item. It means the planning, analysis and staff work leading up to a vote or other final action, and you could get into trouble for trying to sway or affect the decision in any way. The best way to avoid even the appearance that you might have tried to influence a decision is simply to stay away from the issue altogether.

At the public meeting, the law prescribes some very specific procedures for removing yourself if you have a conflict. First, once the item is announced by the presiding officer, you must state on the record the reason for your recusal and then you must leave the room while the item is being discussed. For example, “I have a conflict of interest on this matter because it involves property within 500 feet of my residence and the property owner and I are joint investors in the ACME Business Co., Inc.”

Then, you must leave the room.

Yes, leave the room. There are only a couple of exceptions to this rule:

First, you may remain in the room if the item on which you are conflicted is on the body’s consent calendar. The announcement would still be the same, and the minutes would reflect an abstention from that particular item on the consent agenda. You may vote on the remaining items on the consent calendar.

The second exception applies in the very narrow and limited circumstance where the item on which you are conflicted relates directly to your “personal interests.” These include:

Interests in real property wholly owned by you or your immediate family (in our example above, you might be allowed to rely on this exception to offer input as a member of the public if you did not also have a business investment with your compadres);

Interests in a business entity wholly owned by you or your immediate family; and

Interests in a business entity over which you (or you and your spouse or domestic partner) exercise sole direction and control.

Even though the regulation allows a public official to remain in the room when these interests are at stake, some officials balance their rights as individuals with their responsibility to maintain the public’s trust in both their leadership and the agency they serve by leaving the room after providing input related to their personal interest.

Apart from allowing us to maintain the public’s trust by compliance, strictly following these rules will keep us out of hot water with the Fair Political Practices Commission. The FPPC regularly prosecutes enforcement actions against public officials for failing to observe the rules, or even for failing to observe them completely. In other words, some public officials, even though they have gone through the trouble of identifying a potential conflict and have even attempted to put the conflict on the record and remove themselves from the decision, may still face scrutiny and potential liability if they failed to announce the conflict properly, or if they failed to leave the room at the appropriate time. Neither the Southern California Latino Policy Center nor the Ethics Advisor want you to be another headline or report on the FPPC’s website.

Ruben Duran is a partner in Best Best & Krieger LLP’s Los Angeles office. He has counseled elected officials for nearly 17 years and offers training throughout California on good governance and ethics. A former city attorney, he is a regular speaker for the California Institute for Local Government and serves as the general counsel to the Oxnard Harbor District, which owns and operates the commercial Port of Hueneme.

What Does it Mean to be an Ethical Leader?

By: Victor Abalos

California headlines the past few weeks have featured a number of Latino political figures getting the kind of attention elected officials try very hard to avoid.

They probably learned the hard way there is such as a thing as “bad” publicity and after reading about their specific situations, it seemed there were several opportunities along the way they could have avoided ending up fodder for the news cycle.

Those missed opportunities are generating conversations among local elected officials about ethics.

Some of these elected officials told me they’ve started asking themselves what they would have done in place of some of their less fortunate colleagues. We’re not talking about those elected officials who were caught actually committing crimes – we’re talking about the ones who were “tripped up” by making poor decisions when faced with ethical considerations.

It reminded me of a workshop we organized for a group of policymakers from this region a couple of years ago.

Our friends at the Institute for Local Government sent a retired city attorney who gave the group a great little presentation on ethics. But when we went around the room getting feedback one thing became clear: The group had a hard time distinguishing between “what is legal” and “what is ethical.”

The consensus in the room seemed to be that as elected officials, as long as they weren’t breaking any laws or regulations, they could do whatever they needed to get things done.

All of this begs the question: What does it mean to be an Ethical Leader?

It presupposes, of course, that our leaders want to be ethical and based on the many local Latino elected officials we know and have worked with, I believe that to be true.

At the Southern California Latino Policy Center we believe ethical leadership is necessary. It’s why we have a blog dedicated to Ethics in our newsletter every month. Our policymakers must lead by example. At a time when so many resources are being focused on getting Latinos to the polls, reading another story about less-than-exceptional behavior by an elected official doesn’t help that cause.

So what is ethical leadership?

The ILG’s website under “Ethics and Transparency” sums it up with a couple of questions:

“…how does the conscientious public servant sort through competing considerations and determine ‘the right thing to do?’ When it comes to serving the public, how does one put one’s values into practice?”

Starting this week we will utilize social media to pose a series of questions – aimed specifically at Latino policymakers but encouraging others to join in the conversation. We hope our questions stimulate discussion. And perhaps more importantly, greater clarity that there is indeed a considerable difference between “what is legal” and “what is ethical.”

Whether as school district superintendents, city managers or administrators, or college presidents; executives in public service have a unique set of responsibilities and challenges that merge many of the demands of executives in the private sector with those of public servants.

Like an executive in a corporate setting, those in public service are often responsible for managing the major business functions of an organization such as human resources, finances and long-range planning. They lead staff in implementing strategic processes and keep their key stakeholders informed. But, unlike those in private life, every decision, appointment, and discussion a public executive has is exposed to public oversight.

Not all those with excellent executive skills will thrive amid the special circumstances of a public position. Several Southern California leaders contacted by the Latino Policy Connection weighed in with their insights on what makes a great public executive.

As both a retired city manager and former president of the International City/County Management Association, Dave Mora has first-hand experience in the role of a public executive. Transparency is paramount for success as a public executive, he says.

All managers have to have ethical standards consistent with their responsibilities.

Dave Mora

“Ninety-nine percent of the business conducted by a city manager is done in public,” he explains. This impacts the pace of business and sometimes frustrates those with a more corporate mindset. Motivation can also be a major factor in success as a public executive. According to Mora, it has to come from a place of wanting to serve. “You’ve got to have a feel for the quality of life and the needs of the community,” he says.

El Monte City Councilmember Victoria Martinez emphasizes character when it comes to excellent public executives.

“I know a great executive is someone who wants to be a great servant for the community,” she says. That dedication to service is elemental in identifying exemplary public executives. She points to the numerous audiences an executive must serve.

In El Monte, there is a five-member council, each with his or her own personalities and special areas of interest. Add to that the staff an executive must lead and their accountability to their community and you end up with a lot of hats to wear and a lot of agendas to navigate.

Councilmember Martinez believes “a chameleon ability to adjust to each individual personality,” will contribute to a public executive’s success. The commitment and dedication required of a great public executive necessitates a great deal of stamina. Public service is “like running a marathon” she says. “You’ve got to keep going until you hit that finish line.”

For Maria Ott, an executive in residence at USC Rossier School of Education who leads The Urban Superintendent Academy, the key components of a great public executive include outstanding communication, a clear vision and an ability to deal with and recover from adversity. Communication skills contribute to an “ability to collaborate and build consensus” and support navigating “a complex environment,” she explains. Optimism and commitment go a long way toward implementing a strong vision and dealing with delays, disappointments and difficulties so often a part of work in pubic life.

As the Mayor Pro Tem in Downey, Fernando Vasquez has had ample experience working with public executives such as city managers. He believes a big part of the job is developing a strong staff that understands their mission is to implement the policies of the elected officials. “You’re only as good as your team,” he says. Building a winning team means staff diversity. “It’s just the right thing to do,” he explains, pointing to the impact varying life experiences and perspectives can bring to a staff.

Mayor Vasquez also underscores the importance of realistically managing expectations. Whether a public executive is delivering updates on staffing to the elected officials or engaging with residents, taking a strategic approach to communication can set up appropriate expectations and pave a smooth path forward. No elected official wants to “be reading about something for the first time on the front page of the paper,” he says.

Maintaining an open mind to the opinions and expertise of others and continually learning are two of the most important attributes of a public executive according to Yolanda Rodriguez-Peña, President of the Azusa Unified School District Board.

“Really look to and trust those who are experts in their fields,” she suggests. Public executives need to “stay in touch with those they serve” while reaching out to get the insights and opinions of others. Rodriguez-Pena also stresses the importance of humility when serving in a public capacity.

“You need to be humble, you need to remember where you came from,” she says.

Amber Nelson is a writer and strategic communications expert. As the president of Lingo Consulting, Inc., she works with individuals and organizations to clarify the complex and create meaning that makes a difference.
Amber@LingoConsultingInc.Com(818) 653-0401

It was either a brilliant move or a decision made in desperation, but a council majority of the City of Maywood recently hired a new city administrator with no previous local government experience. The decision was quickly criticized and resulted in less-than positive news coverage.

But when we sat down to talk with Reuben Martinez, a former aerospace executive, we discovered something we do not often encounter in ranks of municipal executives: boundless enthusiasm. Despite the challenges of a state audit and other fiscal problems in Maywood, Martinez remains optimistic he can help guide the city through dark times.

We believe Maywood’s decision offers a unique opportunity to explore this month’s focus in the Latino Policy Connection:

Every year the Young Elected Officials Network (YEO) and Young People For (YP4) offer the Front Line Leaders Academy (FLLA), a leadership development program that provides 20 talented young people who are interested in greater civic participation an opportunity to learn what it takes to run political campaigns or even run for office. This six-month fellowship has existed for the past ten years, but only offered in LA County for the past two years.

During the course of those six months, FLLA participants meet during four weekends and are trained on political skills useful in campaigns. The program starts with what it means to be a candidate and then works through the roles of campaign manager, finance director, communications director, and a field organizer.

“We look for applicants who are 18-35 and who have an interest in civic engagement,” said Karen Schillinger, Coordinator of Advanced Leadership for the Young Elected Officials Network. “We are particularly looking for young people who want to create a new political system that is more truly representative of the population and that gives a voice to marginalized communities.”

Two of the FLLA alumni shared their experiences with the program with the Latino Policy Connection.

Elizabeth Alcantar is a 23-year-old recent graduate of California State University, Long Beach. She had been working for Los Angeles County Supervisor Hilda Solis before as a field deputy when she entered the FLLA program in the fall. She just completed the program this spring.

“I am a field rep in an area where I have lived my whole life. My family and friends are here, and working in this area is important for me. My mom and my neighbors can go to the events that I help organize, and so working in this area and for the Supervisor is very personal for me,” said Alcantar, a resident of Cudahy.

Alcantar said that the FLLA program was instrumental to her understanding how to approach her field assignment for Supervisor Solis.

Alcantar says an incident involving her father before she started working for Solis, helped her understand the impact a policymaker can have on people’s lives. She says her father was involved in a wage theft claim with his employer – a claim the family struggled to resolve. When Supervisor Solis was serving as the Secretary of Labor in President Obama’s first term, wage theft was a critical issue Solis confronted. Alcantar says because of that, her father eventually received payment for his labor.

“I like to share this story about my boss and my father’s work because it shows how impactful union members can be when they have advocates like Supervisor Solis,” Alcantar said.

Maral Karaccusian, a 34-year old Los Angeles area native, is currently the district director for Congresswoman Karen Bass. She was in her current position when she entered the FLLA program.

“The FLLA program was a good six month process where you are meeting people who you know will be future elected officials. So part of being in this program was networking and learning the language of politics. This was key for me because by training, I’m a social worker, so I wasn’t completely fluent in the language of politics,” Karaccusian explained.

Karaccusian says she transitioned into politics from being a social worker so she could advocate on behalf of children in the foster care system. She witnessed up close how public policy impacts children and decided that she would like to have a greater impact on a macro level.

Karaccusian said that Congresswoman Bass has always been a champion for foster youth, so she found a mentor. She started working for the Congresswoman as a case manager and was promoted to deputy district director and then district director over the course of three and a half years.

“I have not ruled out running for office, but I want to do the work in the community and have the community get to know me for my work before throwing myself out there,” Karaccusian said.

Norma Edith García was re-elected to the Rio Hondo College Board of Trustees in November, 2013. She represents Trustee Area 1 which includes the City of El Monte.
García attended Citrus Community College, transferred and graduated from UCLA, earning a B.A. in Political Science and M.A. in Urban Planning. She served as the Community and Environmental Deputy to former Los Angeles County Board of Supervisor Gloria Molina.
García is an ardent believer of building better communities, and works to achieve this through her active participation in numerous civic and professional organizations. García currently serves as the Chair of the California Community Foundation’s ‘Community Building Initiative’, which is a 10-year effort to revitalize the community by engaging residents and developing their leadership, and improving the physical environment and social services. Ms. Garcia is also the Board Chair of the El Monte Promise Foundation.
She presently serves as the Deputy Director of the Planning and Development Agency for Los Angeles County Parks and Recreation.
García is a life-long resident of the beautiful community of El Monte.

Mayor Dr. Yxstian Gutierrez began his tenure on the Moreno Valley City council in September 2013. He’s lived in Moreno Valley for more than 20 years, and received his Associate Degree at Moreno Valley College, his Bachelor’s Degree from California Baptist University, a Master’s from American InterContinental University and his Doctoral Degree from Northcentral University. Currently, Mayor Gutierrez is a 3rd and 4th grade special education teacher for the Moreno Valley Unified School District. Prior to joining city council he owned Berrybean Café. He also served as a member of the Moreno Valley Chamber of Commerce and the Moreno Valley Hispanic Chamber of Commerce. Mayor Dr. Gutierrez is Moreno Valley’s youngest mayor.

As an elected official you must balance your job, your duties as an elected official and family obligations, not to mention trying to find personal time for yourself. How do you balance all these duties and obligations? Is there a secret to doing this well you can share?

I calendar a lot of events. So everything is based on my calendar, which keeps me organized. I always try to rest on Sundays and go to church. I rely on my spiritual side to help build me up as well and I try to exercise regularly. I exercise three or four times a week. I think it helps me from becoming tired or stressed out. I also utilize the skill of ‘delegation.’ I delegate tasks to staff members and that helps to maintain balance in my life. I get better at it the longer I’m in the position.

Who was your political mentor—someone who guided and supported you and prepared you for public service? Name the person—your campaign manager, your spouse, parent, another political candidate. What kind of advice did they give you that was the most important/useful to you? What did they teach you?

Victoria Bacca, who served as city council member (of Moreno Valley). Actually I worked on her campaign prior to being on the city council myself. She served as a mentor for 3 years and she helped me to get on the city council. She warned me about politics and taught me perseverance and to just keep going, even when people knock you down. She also taught me I’m not always going to make everybody happy. There are people who don’t like me, but they’ve never met me before. She taught me to persevere and keep working in a positive direction.

What was the one thing no one told you about being an elected official that you wish you’d known before you were elected?

No one told me about the amount of public scrutiny, how people want access to my everyday calendar. As well as people making public records requests for my e-mails. I never knew anything about that until I got in office. I have nothing to hide. (Someone) wants to see my e-mails and my calendars about ever other week. I didn’t know this was going to happen.

Describe a project you spearheaded or supported that you’re proud of. Why was it successful and what did you learn from it that helped you be a better policymaker?

I’ve really extremely proud of “Hire MoVal,” which is a local jobs program. It’s one of a kind. It’s a game changer. I authored and presented it to city council. It encourages local businesses to hire Moreno Valley residences. Pasadena has a similar program as well as San Francisco, but our program provides a utility discount to businesses that hire Moreno Valley residents. When a business hires 20 percent of their workforce from Moreno Valley they receive a 22 percent discount on their utility bill. If they hire 40 percent (workforce) they receive an additional 2 percent on top of the 22 percent. The program has attracted Amazon who has hired 80 percent of their workers from Moreno Valley. We also won an award for Hire Moval from the Inland Empire Economic Council.

The program is such a success because 80 percent of our residents commute outside of the city for work. Now they are closer to home and it allows them to spend more time with their families and it’s reduced the congestion on the freeway.

While creating programs like Hire Moval, I learned the art of compromise. To get things done you have to learn to compromise. Which is a great skill to have. When you compromise and treat your staff and employees right they work hard to get the job done in a positive way.

What was the most memorable day of your life?

Getting elected to city council in 2014 was amazing. My parents helped out so much with the campaign. They were really hands on and put in so many hours. A lot of people said I was too young. They didn’t think I could win.

Who will be the next President of the U.S? Who should be the next President?

I think Hillary Clinton will more than likely win. She is getting a lot of support from her party, but then she is also getting support from the other party. There are a lot of people flocking to her support. Hillary has the temperament and the leadership capacity to lead our country.